Héctor Montiel Campos

The entrepreneurial orientation-dominant logic-performance relationship in new ventures: an exploratory quantitative study

Abstract Entrepreneurial Orientation (EO) has received substantial conceptual and empirical attention, representing one of the few areas in entrepreneurship research in which a cumulative body of knowledge is developing. Nonetheless, an important message from past research is that simply examining the direct effect of EO on firm performance provides an incomplete picture, especially in the case of new ventures. This study examined the influence of Dominant Logic (DL) on the relationship between EO and firm performance. Results based on a sample of 149 new manufacturing ventures indicated that DL mediates the EO-performance relationship, and risk taking, aggressiveness and innovativeness had the highest correlations with the internal and external conceptualization of DL. The empirical evidence suggests that new ventures must foster DL implementing appropriate strategic processes in order to maximize the effect of EO on performance. Key words : entrepreneurial orientation; dominant logic; performance; new ventures.

Entrepreneurial Orientation in Mexican Microenterprises

Over the past 30 years research on Entrepreneurship Orientation (EO) has provided valuable information regarding strategy, entrepreneurship and aspects of performance at the firm-level. In the entrepreneurial universe, microenterprises play a very special role in the business context of the economy. However, they have not been relatively present in the EO research. This paper studies the EO-performance relationship in a group of microenterprises in Mexico and includes the Dominant Logic (DL) as a variable that moderates this relationship. The results indicate that risk taking, proactiveness and competitive aggressiveness variables from the EO influence the microenterprise performance. In addition, the external DL conceptualization moderates the EO-performance relationship. This paper shows the conclusions of the investigation as well as the limitations and identifies future research methods.

The relationship between entrepreneurial orientation, time orientation and small business performance: an evidence from Mexico

Some studies have found that firms with higher Entrepreneurial Orientation (EO) perform better, however, an important message from past research efforts is that this relationship is more complex. The notion that the relationship between an EO and performance is different for many types of businesses, especially small business, is not new. There are two explanations for these inconclusive results: the performance implication of EO is context-specific and the relationship between EO and performance is moderated by internal factors. The purpose of this exploratory study was to examine through a contingency model the influence of time orientation on the EO-performance relationship in small business. Results based on a sample of 164 small manufacturing businesses in Mexico suggest that performance is positively influenced by its EO, but the findings also indicate that time orientation moderates the relationship. The EO-performance link is stronger for long-term orientation than for short-term orientation.

Towards a Theory for Strategic Posture in New Technology Based Firms

This paper elaborates a theory from the existing literature on subjects about entrepreneurship, strategy and innovation. Dubin’s methodology approach is used in order to develop a theory that helps better understand the strategic posture adopted by a New Technology Based Firm in its competitive environment. The theory proposes the competitive context conditions as precedents of the dominant logic and the technology strategy, which, in turn, influence in the competitive behavior adopted by the new firm. An Entrepreneurial Orientation by the new firm, combined with very particular dynamic capabilities, improve the firm’s performance. From the achieved performance, a feedback process to the strategic stance initiates. In addition to the theory, interaction laws, a set of propositions, as well as suggestions for future research projects are presented.

STRATEGIC DECISION MAKING, ENTREPRENEURIAL ORIENTATION AND PERFORMANCE: AN ORGANIZATIONAL LIFE CYCLE APPROACH

EntrepreneurialOrientation (EO) and Strategic Decision Making (SDM) have been studied in awide variety of settings. However, there is not enough research available thatcombines both topics and studies the ways in which entrepreneurs make strategicdecisions in early stages of organizational life cycle. The purpose of thisresearch was therefore to examine the effects of the factors associated withthe decision maker influencing EO and performance for two categories of firms.The results were achieved by using empirical data from two independent samplesof firms in different stages of organizational life cycle: start-up stage (n=133) and growth stage (n=173). The results show that SDM andcontrol variables have different effects in the two samples; however, for bothsamples there is significant relation between EO and performance. The paperconcludes with a discussion about the results and suggestions for futureresearch.